Performance review phrases safety

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Performance review phrases safety

A lawsuit waiting to happen. If that’s how you and your supervisors tend to view the performance review process, you’re not alone. Here are some tips for minimizing your legal liability:

• Tailor performance reviews to different job groups by basing evaluation on actual job content and responsibilities taken from an up-to-date job description.
• Avoid subjectivity by using written, brief, precise, and achievable work standards that are consistent with company objectives. Oral standards may be misunderstood by the supervisor and employee, and written standards also will be available for the defense of any ensuing legal action. Supervisors may shy away from using complicated standards, and employees may misinterpret them.
• Use quantitative terms to define performance standards rather than subjective terms such as “acceptable,” “well done, “etc. For example, note difference between “type neatly” and “no more than two typographical errors per medical report.”
• To further decrease subjectivity, describe standards for personal traits like “initiative” or “leadership” in plain phrases or simple sentences. For example, describe “initiative” as “ability to foresee and solve problems.”
• Where appropriate, state definite completion date for compliance with performance goals.
• Avoid disagreement about performance standards between managers and supervisors. If the validity of certain performance standards is questionable, present them as proposed standards, subject to further revision based on actual experience.
• To avoid problems with credibility and perceptions of unfairness, be sure performance standards are updated at appropriate intervals and are consistent with company and/or departmental goals and budgetary objectives.
• Review performance standards to achieve consistency for similar jobs in different departments and be prepared to justify any inconsistencies with sound reasons.
• If employees are “paid for performance” rather than given pay increases for cost-of-living adjustments or other factors unrelated to performance, include a compensation adjustment portion in the performance review form and discuss it during performance review meeting.
• If compensation is not linked to the performance review, use a separate form and meeting to address any compensation adjustments.
• Consider the appropriateness of evaluating executives, managers and supervisors on achievement of affirmative action goals and compliance with anti-discrimination policies; promptness and thoroughness of investigating employee discrimination complaints; and participation in training sessions related to affirmative action goals and antidiscrimination policies. To avoid problems with credibility and perceptions of unfairness, be sure performance standards are updated at appropriate intervals and are consistent with company and/or departmental goals and budgetary objectives.
• Review performance standards to achieve consistency for similar jobs in different

Useful materials related to performance review phrases safety

• http://performanceappraisal123.com/11-methods-for-performance-review

• http://performanceappraisal123.com/300-free-phrases-for-performance-review